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- All HBS Web (546)
- Faculty Publications (201)
- 21 Apr 2021
- Research & Ideas
The Pandemic Conversations That Leaders Need to Have Now
means closeness, and while social distancing remains important to mitigating the spread of COVID-19, psychological proximity—interpersonal trust, alignment on values and strategy, shared understanding of key facts—has never been more... View Details
- 18 Jul 2011
- Research & Ideas
Looking in the Mirror: Questions Every Leader Must Ask
question certain activities where they are spending substantial time and money yet not contributing to organizational goals and maybe they shouldn't be pursuing." Does The Way You Spend Your Time Match Your Key Priorities? Many CEOs... View Details
Keywords: by Carmen Nobel
- 13 Apr 2021
- Book
How Inclusive Managers Create Glass-Shattering Organizations
has shown that trying to play down differences actually backfires: it creates a sense of isolation. When team culture focuses on going along to get along, offering a contrary opinion becomes a risky prospect. While it makes sense to align... View Details
Keywords: by Kristen Senz
- 18 Jan 2018
- News
The Lessons of All-Day Breakfast
unanimous: All-day breakfast. In the end, all-day breakfast rolled out nationwide in October 2015, less than a year after Cunningham arrived. In this episode of Skydeck, I talked to Cunningham about how she managed rapid organizational... View Details
- Web
2024 Reunion Presentations - Alumni
process to foster meaningful progress for individuals, using new research conducted over the past 15 years. He will provide strategies for employers, managers, and mentors to retain and develop talent effectively, aligning individual... View Details
- 17 Sep 2024
- Research & Ideas
Advice for the New CEO: Talk to Your Employees Early and Often
to research by Harvard Business School Professor Raffaella Sadun. “A CEO transition is a major organizational event, and communication inside the company is such an important aspect of that transition.” Sadun and colleagues describe how a... View Details
Keywords: by Ami Albernaz
- Research Summary
Mastering Strategy Execution
By: Robert Simons
Professor Robert Simons’ research encompasses three areas of management accountability that are the foundation for successful strategy execution: organization design, performance measurement and control, and risk management. In addition, Simons is interested in the... View Details
- 23 Jul 2012
- Research & Ideas
Book Excerpt: ‘Talk, Inc.’
"idle." So it is with organizational conversation, which puts a premium on developing and following an agenda that aligns with the strategic objectives of a company. Over time, the many voices that... View Details
Keywords: Re: Boris Groysberg
- Student-Profile
Jaylon Sherrell
agency over the direction of my career,” she says, explaining her decision to return to academia. Jaylon attended The PhD Project’s annual conference in 2020, where she met others like her and learned more about what a doctorate in View Details
- March 2012
- Case
Schuberg Philis
By: Thomas J. DeLong and Daniela Beyersdorfer
The Dutch professional service firm Schuberg Philis has within a few years grown into a well-known player in the Dutch IT outsourcing market and regularly wins high customer- satisfaction marks. The growing workload and 100% promise to customers have increased the... View Details
Keywords: Growth Management; Organizational Culture; Management Style; Alignment; Information Technology Industry; Netherlands
DeLong, Thomas J., and Daniela Beyersdorfer. "Schuberg Philis." Harvard Business School Case 412-092, March 2012.
- 01 Dec 2008
- News
The CEO and the Functions of Leadership
a number of categories that will prove important when considering the CEO’s role: Direction: A core function of leadership is setting the strategy for the organization, and setting specific financial goals that the organization will seek to achieve. Identifying View Details
- July 2002 (Revised October 2002)
- Case
Taj Hotel Group
By: Thomas J. DeLong and Vineeta Vijayaraghavan
R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision. In an attempt to deliver a level of service quality that met global standards at the Indian hotel chain, Kumar had introduced new personnel... View Details
Keywords: Decision Making; Human Resources; Leadership Development; Management Teams; Organizational Culture; Alignment; India
DeLong, Thomas J., and Vineeta Vijayaraghavan. "Taj Hotel Group." Harvard Business School Case 403-004, July 2002. (Revised October 2002.)
- 30 May 2005
- Research & Ideas
Germany’s Pioneering Corporate Managers
or cult of the CEO was "Made in America." But the main point is that we tend to forget that American firms pioneered a vast, bureaucratic, middle management apparatus. As a trick, I've posted General Motor's organizational chart... View Details
Keywords: by Sean Silverthorne
- April 2025
- Case
Radical Transformation at Bayer: Dynamic Shared Ownership
By: Boris Groysberg and Gamze Yucaoglu
In 2023, Bill Anderson became CEO of Bayer AG, a 160-year-old life sciences giant looking to strengthen its pharma pipeline, manage debt, and cut through bureaucracy. His bold response: Dynamic Shared Ownership (DSO), a radical model replacing traditional hierarchies... View Details
Keywords: Human Resources; Business Strategy; Alignment; Innovation and Management; Organizational Structure; Agriculture and Agribusiness Industry; Pharmaceutical Industry
Groysberg, Boris, and Gamze Yucaoglu. "Radical Transformation at Bayer: Dynamic Shared Ownership." Harvard Business School Case 425-061, April 2025.
- June 2000
- Case
Rebirth of the Swiss Watch Industry, 1980-1992 (B): Hayek and Thomke at SMH
By: Michael L. Tushman and Daniel Radov
Describes the course pursued by Hayek, Thomke, and others in the formation of SMH. Discusses the new strategy and its implementation, charting the dramatic recovery of the large Swiss watchmakers. Ends with an exploration of Hayek's efforts to build on SMH's successes. View Details
Keywords: Strategy; Organizational Structure; Cost Management; Organizational Change and Adaptation; Change Management; Alignment; Success; Asia; Hong Kong
Tushman, Michael L., and Daniel Radov. "Rebirth of the Swiss Watch Industry, 1980-1992 (B): Hayek and Thomke at SMH." Harvard Business School Case 400-088, June 2000.
- Web
IT Strategy: Helping Leaders Grow Their Skills | Information Technology
leaders and their teams to drive organizational success. Examples of some competencies include organizational change management, decision making, communications, financial literacy, and team leadership. This... View Details
- 01 Apr 2002
- News
Charting the Luminary Leadership in Professional Service Firms
world’s top corporations. Why do some of these organizations enjoy generations of success while so many others flounder? “The answer,” say Lorsch and Tierney, “lies in the ability to develop and motivate star talent, while explicitly View Details
- 01 Dec 2003
- News
Nonprofits: Choosing a Path for Growth
remarks follow. While our survey did not explore the reasons for choosing branching over affiliation, some nonprofits may prefer branching because it allows the nonprofit leader to exert the most control since the new organizational units... View Details
- January 2006 (Revised June 2008)
- Case
Lehman Brothers (A): Rise of the Equity Research Department
By: Ashish Nanda, Boris Groysberg and Lauren Prusiner
Under Jack Rivkin's leadership, Shearson Lehman's research department rose from relative obscurity to the highest ranking research department on Wall Street within three years. When Rivkin is promoted to head of equity, he wonders how to succeed in his new position. A... View Details
Keywords: Talent and Talent Management; Leadership; Service Operations; Organizational Culture; Research; Alignment
Nanda, Ashish, Boris Groysberg, and Lauren Prusiner. "Lehman Brothers (A): Rise of the Equity Research Department." Harvard Business School Case 906-034, January 2006. (Revised June 2008.)
- August 2002
- Case
Trilogy University
By: Thomas J. DeLong and Michael Paley
In early 2001, Trilogy Software faced a slowdown in its business, a large number of unsuccessful customer deployments, and an overall weakening in the enterprise software market. In response, the company revamped its business model and restructured the organization.... View Details
Keywords: Organizational Change and Adaptation; Organizational Culture; Organizational Design; Alignment; Restructuring; Organizational Structure; Change Management; Business Strategy; Economic Slowdown and Stagnation; Information Technology Industry
DeLong, Thomas J., and Michael Paley. "Trilogy University." Harvard Business School Case 403-012, August 2002.